Submitted in fulfillment of the requirements of the Master of Health Sciences in Radiography, Department of Radiography, Durban University of Technology, Durban, South Africa. 2016. / Introduction The staffing crisis in the healthcare profession is an issue of global concern and South Africa is amongst the countries affected. Radiography is one of the professions in allied healthcare, that is affected. The statistics from the Department of Health (DoH) in KwaZulu-Natal (KZN), as at August 2013, indicate a marked decrease in the number of radiographers between 2008 and 2012. Private practice statistics were unavailable as these are confidential. Purpose of the study This study aimed to investigate the factors impacting on the retention of radiographers in KZN, in order to obtain information that may assist the DoH to improve their retention policies. The objectives of the study were to investigate: the reasons why KZN radiographers resign from their places of employment; the reasons why KZN radiographers choose to remain in their place of employment; and the factors that impact on job satisfaction. It was also the intention of this study to identify possible input that may contribute to the retention of KZN radiographers. Methodology This research was conducted in 11 districts of KZN, South Africa. Radiographers in all categories of radiography who had worked in KZN and then left the profession, those who had emigrated, as well as those who were working in KZN were targeted in an attempt to obtain a wide range of data related to the objectives. A quantitative, descriptive survey, using a cross-sectional design, was used. A stratified non-random sampling method was used to select the public and private hospitals from which data was collected. The target sample size was estimated at 300 radiographers from all four categories in both public and private hospitals, however the researcher obtained only 191 participants. The population size of KZN radiographers was 859; a sample size of 266 was required at the 95% confidence level. However, with the high attrition rate, the sample of 191 was more than adequate for the available number of respondents and was considered to be statistically acceptable by the statistician. The response rate was 191, of which 20 responses were received from the 29 emigrants contacted, and 16 responses from the 19 participants who had left the profession. Three questionnaires were used to target the three categories of the respondents. Results of the study The results of this research indicate that radiographers emigrated within ten years of graduating, which is a highly productive age. The workload was the main cause of resignation for four (66,7 percent) emigrants as well as five (31,3 percent) radiographers who had left the profession. Private hospitals were reported as having lower workloads, better facilities and greater financial rewards than public hospitals. Increased remuneration influenced the migration of radiographers from public to private practices. It was also noted that six (37,5 percent) participants reported the crime rate as being one of the three main factors contributing to emigration, while two (12,5 percent) highlighted poor financial reward in KZN. The third main factor was stated to be better prospects for professional advancement abroad. A lack of professional recognition and progression in radiography in KZN was identified by two (12,5 percent) participants as factors that impacted on job satisfaction. Conclusion and Recommendation This research study is of significance to the DoH and Department of Public Service and Administration (DPSA) as the results may be used to assist them in improving the level of retention of radiographers in KZN. The creation of opportunities for professional development, advancement and diversification of the scope of practice for radiographers, as well as role extension and expansion, were factors identified as being important in the retention of radiographers. The working conditions were found to be generally unsatisfactory and needing improvement. It is suggested that retention could be improved through the development of strategies such as introduction of flexible schedules, creation of opportunities for further training and education. It is further suggested that a similar type of study be conducted in other provinces so as to compare the retention challenges facing other provinces in South Africa and thereby gain a national overview. / M

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: The aim of the study is firstly to determine what the main causes are for employee turnover and turnover intention. Secondly, the study is to investigate the consequences for organisations that are unable to retain or attract talented employees. The data was collected through exit interviews and through personal interviews from the organisation. The sample was taken from a diverse group of individuals consisting of people from all departments in the organisation. In total six departments were considered. The data was categorised into five areas, namely remuneration and benefits, work-life balance, organisational culture, job satisfaction and career development. The data will be presented graphically and then analysed. The literature review was conducted on the categories as categorised from the exit and personal interview data. This was done to compare the literature findings to the data analysis results as established from the exit and personal interview data. The findings suggested that organisational culture was the biggest contributor to employee turnover or turnover intention, followed by career development and job satisfaction. While remuneration and benefits are of some significance, it does not appear to be major contributors. / AFRIKAANSE OPSOMMING: Die doel van die studie is eerstens om die hoofoorsake van werknemer bedankings, sowel as die voorneme van werknemers om organisasies te verlaat, te bepaal. Tweedens, om ondersoek in te stel na die moontlike gevolge vir organisasies wat nie in staat is om werknemers te behou of nuwe talent te lok nie. Inligting vir die studie is deur middel van diensverlatings- en persoonlike onderhoude van die organisasie verkry. 'n Verskeidenheid individue uit ses verskillende departemente het aan die studie deel-geneem. Die inligting is in vyf katagorieë verdeel, naamlik vergoeding en voordele, balans tussen werk en persoonlike lewe, organisasiekultuur, werksbevredeging en loopbaanverbetering. Die data word grafies voorgestel en geanaliseer. Die literatuurstudie is saamgestel in dieselfde vyf katagorieë as die waarin inligting verkry is deur die verskillende onderhoude. Dit is gedoen ten einde die literatuurstudie-bevindings met die data- analise te vergelyk wat deur middel van diensverlatings- en persoonlike onderhoude verkry is. Die studie dui aan dat organisasiekultuur die grootste bydraende faktor is by werknemerbedankings, sowel as by werknemers wat beoog om die organisasies te verlaat. Bykomende bevindings dui op loopbaanverbetering en werksbevrediging. Terwyl vergoeding en voordele 'n faktor is, wys die studie dat dit nie 'n belangrike bydraende faktor is nie.

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: The purpose of this research is firstly to theoretically describe the concept of talent management and determine the role thereof in the recruitment and retention of a high performance workforce. Secondly the experience of organisations and Recruitment Practitioners in the Cape Peninsula towards talent management is described through the utilisation of phenomenological research principles. The theoretical concepts determined are compared to the actual status quo that presently exists in the marketplace to determine the gaps that resides. The literature investigation concentrated on the central aspects pertaining to this study namely a clear definition of talent management principals, recruitment trends that currently influences the world of work. talent retention practises and the development of an integrated talent management system. The phenomenological investigation was conducted through interviews with selected Human Resource professionals and Recruitment Practitioners in the Cape Peninsula. Carefully constructed open-ended questionnaires were utilised in the interviews. Four themes emerged from the investigation centring on the general principles of talent management, the understanding versus application of talent management, organisational recruitment, retentions practises and the role of the Recruitment Practitioner. From the study it is clear that talent management principles are still not entrenched in organisation especially regarding the retention of their workforce as well as the establishment of an integrated approach towards talent management. An emerging realisation of the importance of talent management existed among the respondents interviewed, however true application is still within a development phase. The role of Recruitment Practitioners and their relationship towards organisations in the recruitment and selection of talent is also scrutinised. It becomes evident that Recruitment Practitioners operate within a highly competitive and volatile market necessitating certain survival techniques that is in contrast to the principals pertaining to proper talent management practises. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing is om eerstens die aspekte random talent bestuur teoreties te beskryf en sodoende die rol daarvan in terme van die werwing en behoud van 'n uitstaande arbeidsmag te bepaal. Die tweede aspek van die studie wentel rondom 'n fenomenologiese ondersoek wat die ervaring van organisasies en werwings agente in die Kaapse Skiereiland in terme van talent bestuur beskryf. Die teoretiese beginsels wat bepaal is word dan vergelyk met die werklike stand van sake en die gapings word ge"identifiseer. Die literatuurondersoek fokus op die sentrale aspekte van die studie naamlik 'n duidelike definisie van talent bestuur, werwings tendense wat huidig in die mark voorkom, talent behoud in organisasies en die ontwikkeling van 'n geintegreerde talent bestuur sisteem. In die fenomenologiese ondersoek is gebruik gemaak van onderhoude met gekose personeel beamptes as ook werwings agente in die Kaapse Skiereiland. Spesiaal ontwikkelde vraelyste is gebruik vir die onderhoude. Uit die ondersoek ontvou vier temas wat sentreer om, 'n vergelyking van die begrip en die werklike toepassing van talent bestuur, werwings beginsels in organisasies, talent behoud praktyke en die rol van werwings agente. Dit blyk duidelik dat talent bestuur praktyke nog steeds nie geintegreer is in organisasies nie spesifiek in terme van talent behoud en die ontwikkeling van 'n geintegreerde talent bestuur benadering. Respondente het wel die belangrikheid van talent bestuur besef, maar die toepassing hiervan is steeds in 'n ontwikkelings fase. Die studie het ook 'n noukeurige ondersoek gedoen in terme van die rol wat werwings agente speel in terme van die werwing van hoë kwaliteit werknemers in organisasies. Dit blyk duidelik dat werwings agente onder baie wispelturige toestande in 'n hoogs kompeterende mark werk. Dit het sekere faktore tot gevolg wat kontrasteer met die praktyke van talent bestuur.

Much generational research has been conducted in the last decade, prompted most likely by the drastic social and technological changes of the late 20th century, the increase in enrollments in higher education, the increase in families with two working parents, and the meteoric rise in the widespread use and acceptance of emerging technologies. These changes, experts have argued, have led to greater than usual differences between and among the generations. These differences have been the subject of much research on the behaviors and interactions of the generations (Veterans, Baby Boomers, Generation Xers and Millennials) socially and in the workplace. Current generational research has shown that major differences exist between the workplace values and motivations of younger workers (Generation X and Millennial) and older workers (Veterans and Baby Boomers). Indeed, private sector employers have determined that applying the same recruitment methods and workplace practices that have been used commonly for the last 50 years does little to attract and, perhaps more importantly, retain younger workers. Therefore, these types of employers have begun to rethink their long-held practices. This study focused on a group which had not been studied closely for generational differences: community college faculty. The problem addressed was the question of whether or not the generational characteristics exhibited in private sector employees would also be apparent in higher education. That is, do future faculty have noticeably different workplace values than their older colleagues and are such differences likely to influence the recruitment and retention of future faculty? This question is especially important in light of increased demand for faculty, especially at community colleges, due to anticipated retirements of older faculty and increased student enrollments. This study ascertained, through focus groups, interviews, and surveys, whether or not such differences existed in the population studied and offered suggestions to address any differences. The research results indicated that statistically significant differences do exist in the importance of various areas related to reasons for choosing to teach in higher education, reasons for accepting a particular position, and reasons to consider leaving a position. Specifically, Institutional location, Institutional climate, Personality of colleagues, Family environment, Tenure, Opportunity to do research, and Ethnic diversity were all significantly more important to future faculty than to current faculty. / text

This exploratory study examined the impact of company-provided training on the turnover rate of full-time leasing consultants in the apartment management industry. A national survey was conducted using the Institute of Real Estate Management (IREM) directory of Accredited Management Organization (AMO) companies.The survey was mailed to the 419 AMO companies that employ leasing consultants. with a response rate of 69 surveys. A statistically significant correlation was shown between the True Turnover Rate and the provision of education for leasing consultants. The three significant variables that appeared to reduce turnover included 1) tuition reimbursement at up to 50%, 2) tuition reimbursement at 51%-100%, and 3) number of hours of training per year provided. Other trends were found in this exploratory study. / Department of Family and Consumer Sciences

The purpose of the study was to investigate the perceptions of job satisfaction as defined by management and nonmanagement employees and to compare both parties' perceptions of organizational benefits to a list prepared by the organization's benefit personnel. Turnover is costly to the organization, both in money and in the impact it has on those individuals remaining with the organization. Every effort should be undertaken to reduce the amount of turnover within the organization. A contributing factor leading to turnover may be a gap between what the employees believe is important to them and what management believes is important to the employees. The boundaries of the gap need to be identified before any effort can be made to reduce or bridge the gap. Once the boundaries are identified, policies can be analyzed and the possibility of reducing the gap investigated. Management as a whole must be aware of the needs and wants of their employees before any attempt to develop a retention strategy is undertaken. This knowledge can be acquired only through two-way communication with the employee. The communication process includes the simple process of asking employees for this information and then listening to how they respond. This study suggests that little difference exists in perception of job satisfaction importance for gender, age group, length of time with the organization, topic training hours, and between management and nonmanagement employees. However, perception gaps exist between the job satisfaction items addressed by organizational policies and procedures and those perceived by employees. Additional studies that include a number of varied organizations are needed before extensive generalizations can be made.

Approved for public release, distribution is unlimited / The purpose of this thesis is to explore the effect of increased operational tempo on the retention behavior of Navy Hospital Corpsmen in pay grades E1-E6. Two data files were obtained from the Defense Manpower Data Center, one for first term personnel on active duty on September 1, 1998 who were eligible to reenlist/separate prior to September 11, 2001 and another for those on active duty on September 11, 2001 who were eligible to reenlist/separate prior to March 2004. The two groups differed significantly in demographics and military background characteristics. A logistic regression model incorporating individual and organizational factors affecting retention was estimated for each group. Model results indicate that personnel who have been deployed regardless of whether they were assigned to sea or shore type duty and regardless of the frequency of deployments are more likely to remain on active duty than those assigned to shore type duty and who have not deployed. Additionally, willingness to serve appears to intensify during periods of conflict. Women were significantly more likely to reenlist than men in 2001; this was not the case in 1998. The effects of occupational specialty also differed between the two periods. / Lieutenant, United States Navy

M.Ing. / The purpose of the research was to determine the relationship, between the innovative culture and employee retention within the organisation. High labour turnover impacts on organisational performance and survival. Despite an organisation’s level of development, many organisations face employee retention challenges. Therefore devising strategies to improve employee retention has become a priority for most organisations. The problem of high labour turnover was also observed during a pilot study conducted at the initial stage of this research study. From the pilot study it appeared as though a relationship existed between an organisation’s innovative culture and employee job satisfaction. A review of literature revealed that there were no extensive studies which had been conducted to establish the relationship between innovative culture an employee retention especially in South Africa. The need to develop strategies to improve employee retention and the lack of extensive studies in South Africa about whether innovative culture could influence employee retention motivated the current research study. High labour turnover has the potential to affect an organisation negatively with regards to employee morale, productivity, etc. Therefore, there was a need for a study to be carried out to determine the relationship between an organisation’s culture on innovation and labour turnover within the organisation. The research involved conducting a desk and pilot study to establish the problem of labour turnover; an extensive literature review to inform the researcher about labour turnover, employee retention, organisational culture, innovation and employee conditions of service. Finally a questionnaire survey and interview was used to establish the existing conditions among the selected sample. A relationship between innovative culture, employee satisfaction and employee retention was inferred from the data obtained from the questionnaire and interview survey. The empirical data obtained from the questionnaire survey and interviews was analysed using the Statistical Package for Social Sciences software (SPSS) providing descriptive and inferential statistics. Recommendations on employee retention were informed by the findings from the survey. The respondents to the questionnaire survey and interviews were professionals and employees in the selected organisations from all departments (Marketing, Finance, Human Resources and Trade Marketing). The participants to the study were drawn from the Fast Moving Consumer Goods (FMCG) sector, Manufacturing and Construction Industry Sector and from the Services (Banking and Utilities) sector.

Abstract   Title: How parental leave policies influence employee engagement   Level: Student thesis, final assignment for Bachelor Degree in Business Administration   Author: Patrick Hammer and Rickard Palmgren   Supervisor: Tomas Källquist and Pär Vilhelmsson   Date: 2019 – June     Aim: Several studies have found that perceived flexibility and the ability to manage the demands of work and personal life are related to higher levels of employee engagement and expected retention. However, little research have been done to explore the relationship between parental leave (a component of work-life balance) and employee engagement and retention. The aim of this study is to increase the understanding about how parental leave influence employee engagement, and subsequent employee retention.   Method: This study is based on a social constructive and hermeneutic perspective. Empirical data was collected through 18 semi-structured interviews with employees in Sweden and the United States. The findings were compared to previous research with an abductive approach. Theoretical and empirical findings were combined and resulted in a new model based on the aim of this study.   Result & Conclusions: Our model illustrates how parental leave influence employee engagement and retention from an employee perspective. Parental leave was found to influence employee engagement and retention in four main ways (themes), which are relationship with manager, salary and career opportunities, alignment of values, and well-being.   Contribution of the thesis: From a theoretical perspective, the model we developed is useful as it highlights how employee engagement is influenced by parental leave policies. From a practical perspective, this model can be used by managers and leaders in organizations worldwide that are looking to understand drivers of employee engagement and how to increase employee retention.   Suggestions for future research: Further research is needed to test this model in different contexts to confirm its accuracy. For future research, this model can be tested from the manager or management perspective, which could identify new components that can be added to the model.   Key words: Parental leave, employee engagement, employee retention, work-life balance, family friendly policies

A dissertation submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, Johannesburg, in fulfilment of the requirements for the degree of Master of Commerce. Johannesburg, South Africa, May 2016 / Since McKinsey and Company (1998) coined the term “the war for talent” (Axelrod, Handfield-Jones, & Welsh, 2001; Michaels, Handfield-Jones & Axelrod, 2001) in response to a lack of highly skilled and talented employees in the labour market and the need for organisations to compete for this limited talent pool, the topic of talent management has received a remarkable degree of practitioner and academic interest (Bhatnagar, 2007; Collings & Mellahi, 2009; Vaiman, Scullion & Collings, 2012). The scarcity of highly skilled and talented employees has resulted in a paradigm shift, with the “old reality” (people need companies) replaced by new business realities (companies need talented and highly skilled people). This has forced organisations to institute aggressive talent management policies, practices and strategies to attract, develop, and optimise the available talent in both the broader market place and specific industries. The effective management of highly skilled and talented employees has also emerged as a major source of competitive advantage for organisations, resulting in desirable consequences such as organisational commitment, employee engagement, job satisfaction, and lower turnover intentions. Based on this premise, this study sought to investigate the direct and indirect (mediated) relationship between employees’ perception of the organisation’s current talent management practices, organisational commitment, employee engagement, job satisfaction and their intention to quit the organisation. The mediating characteristics of organisational commitment, employee engagement, and job satisfaction on the relationship between the perceived talent management practices and employees’ intention to quit are also investigated. A cross-sectional, survey-based descriptive research design utilising quantitative research methods was adopted to acquire information and primary data needed for analysis. The study was carried out on highly skilled and talented employees (supervisors, line managers, senior managers and directors) of a multinational fast moving consumer goods (FMCG) food manufacturing company in South Africa. The target population of the research comprised of (N = 267) 267 employees of the surveyed organisation with a sample size of (N = 151) 151 respondents. A standardised questionnaire adapted from five instruments ̶ talent management practices (Human Capital Institute, 2008), organisational commitment (Allen & Meyer, 1990), employee engagement (Schaufeli & Bakker, 2003), job satisfaction (Weiss, Dawis, England, & Lofquist, 1967), and intention to quit (Arnold & Feldman, 1982) measured on a Likert type of scale was utilised to collect primary data. A non-probability sampling technique (convenience sampling) was used to collect primary data. The scales used in the study reported Cronbach Coefficient Alphas above the minimum recommended 0.70 margin (Field, 2009) suggesting that the measuring instrument is reliable. The study utilised multiple linear regression analysis to test the proposed hypotheses. The results showed direct significant relationships between the variables under study, suggesting that investing in effective talent management practices relating to talent acquisition, workforce planning, talent development, performance management, talent retention, and other practices may result in desirable outcomes for the organisation. These include enhanced organisational commitment, high levels of employee engagement, increased employee job satisfaction, and reduced turnover intentions. It is recommended that organisations in South Africa and the organisation under study, in particular, develop talent management practices and strategies that can be implemented and applied in the organisation in order to attract and retain highly skilled and talented employees. It is further recommended that organisations develop effective, practical and holistic talent management practices and strategies that will not only attract talent, but also address organisational commitment, employee engagement, job satisfaction, and the retention of highly skilled and talented employees, thus boosting organisational performance and productivity. / MT2017